Productivity and Process FIM SIPOC 05/15/2008
Rapporteur: Gabriel Perez
Carnet: 1015600
Good Afternoon in the class of the process was spoken 5/15/1908 SIPOC speak to them later and then approach this process a class activity related to the process CIUM SIPOC in the company.
work with CIUM mission is: CIUM * is "Mission:
offering inspection, Projects and Management of Civil Works, to meet the needs of our customers for quality, response time and cost / benefit acting as a highly competitive and efficient by establishing harmonious working relations, collective benefits and professional development. And eventually he reliza
activity says Inspectra Given the mission description and diagram of a system of production of goods or services, design Inspectra diagram, with a creative design of your choice, including the following words
SIPOC
PROCESS: A technique that relates the inputs, suppliers, threads, or stages of the process activities, outputs and customers to see the whole process as a whole and their relations with other processes.
ADVICE ON MAPPING THE PROCESS
• Involve people who know (Focus to) The "How"
• Clarify the limits of the defined process stages (brainstorming) - Writing on Post-Its
or use verbs Who
or Not Include Stages in the description of
• Combine, Delete Duplicates, Clarify Stages Stages Organize proper flow and add arrows
• Respecting Boundaries
• Do not start PROBLEM SOLUTION
• Validate and Refine before Analyze
1. RECOMMENDED TOOLS FOR
Process Management Process Mapping Matrix
Cause Effect Diagram Pareto
tabulation (key inputs)
KPIV'sa control (KEY INPUT VARIABLES PROCESS) are identified for control and assurance because they relate to KPOV 's OUTPUT VARIABLES key process related to critical features of quality CTQ'so)
FMEA Control Plans: If you apply the ability Studio + FMEA process reveals where the opportunities for improvement
Improvement Plan 5 . ROLE
MANAGEMENT Senior management must be committed to effective implementation of quality systems and prove it. The best way to lead, participate and show their commitment is to devote time to the Quality System and leading the efforts to implement the quality system in the function where each individual is responsible.
Some ways to show commitment:
• Attending courses, seminars and conferences.
• Participate in and chair meetings relating to quality issues.
• Attending as delegates and / or speakers at conferences and events inside and outside the organization.
• Speak to the workers. • Provide resources
necessary: \u200b\u200bit is to ensure that available to support the seven M:
• MAN (TRAINED AND QUALIFIED PERSONNEL)
• Methods (processes using appropriate technology)
• MATERIALS (PARTS, INGREDIENTS, DOCUMENTS)
• MEDIA ( ENVIRONMENT, TIME)
• MOTIVATION (creativity, spirit of AID, ATTITUDE)
• CURRENCY (financial support)
• Issuing and disseminating policies and procedures • To support organizational measures
• appoint the representative of the quality management
• Define the structure for quality
• Develop actions to ensure an enabling environment within the organization.
• Recognize good performance
1.
MANAGEMENT RESPONSIBILITIES • Establish and maintain the Policy Objectives and
• Promote Quality Objectives and Quality Policy
organization • Ensure attention to customer requirements
• Ensure the implementation of appropriate processes to facilitate compliance with quality objectives and customer requirements
• Establish an effective and efficient QMS and keep
• Ensure the availability of resources
• Inspect Quality System regularly
• Make decisions about actions related to the Objectives and Quality Policy
• Making decisions for the improvement of the Quality System
1. QUALITY POLICY AND OBJECTIVES
quality policy and quality objectives are established to provide a reference point to guide the organization. Both determine the desired results and help the organization to apply its resources to achieve those results. The quality policy provides a framework for establishing and reviewing quality objectives, quality goals must be consistent with quality policy and commitment to continuous improvement and its achievement should be measurable. The achievement of the objectives of quality can have a positive impact on product quality, operational efficiency and financial performance and consequently on satisfaction.
quality policy is the guidelines and objectives of an organization related to quality, expressed formally by the highest level of the organization, must be consistent with the overall policy of the organization and provide a framework for the establishment of quality objectives.
5.
DOCUMENTATION The documentation helps:
a) achieve compliance with customer requirements and improving quality;
b) provide appropriate training
c) repeatability and traceability;
d) provide objective evidence, and
e) evaluate the effectiveness and continued suitability of the system of quality management.
The preparation of the documentation should not be an end in itself, but should be an activity that provides value.
This requires that DOCUMENT WHAT TO DO (excused), DO WHAT YOU WROTE AND Prove it.
document types:
• Documents defining the purpose and direction of an organization (policies and objectives.)
• Documents providing information on the organization's QMS (quality manual).
• Documents describing how the QMS applies to specific projects or contracts (quality plans.)
• Documents providing information relating to specific activities (procedures).
• Documents providing objective evidence of activities performed or results (records).
What to include in the documentation of the quality system
• Documented statements of quality policy and objectives
• A quality manual
• 6 documented procedures required by the standard
-
documentation control - control
records - internal audit
- control of nonconforming product
-
corrective action - preventive actions
• Documents needed to ensure planning, operation and process control
• Records to provide evidence of conformity to requirements and as of the effective operation of the QMS.
hierarchical levels of documentation:
CONTROL OF DOCUMENTS
• Approve documents prior to issue
• Review, update and re-approved
where necessary.
• Ensure the review status. The changes are identified
• Ensure relevant versions are available which are used
• Ensure that they are easily identifiable and readable.
• Ensure that documents of external origin are identified and their distribution controlled.
• Prevent use of obsolete documents and identify them properly if kept for any reason. PROCEDURES
• are organized by "natural" processes
• Say: Who - How - When - Where - For What
• Can be multi - or monodepartamento.
• Available in point of use.
• are prepared to be met.
• must be modified whenever necessary.
a written procedure:
• Community: How to make things happen
• EVITA: IMPROVISATION AND THE MEMORY
• Synthesize: THE CONDUCT OF ACTIVITIES
procedures of interest to:
• Readers / user training / knowledge
• Directors: improved monitoring / consistency
• Customers: confidence in the quality.
• Regulators: compliance
• Auditors: a. Internal /
certification must include:
1. Objective: aim of the
2. Range:
application limits 3. References: other documents that founded and / or complement.
4. Definitions: concepts and key terms, acronyms, abbreviations.
5. Responsibilities: respondents for the adoption, implementation, execution.
6. Prerequisites: orgnizativas technical conditions to be met before starting development actions (usually not necessary for the proceedings admnistrativos).
7. Development: description logic, complete and consistent actions to be executed, contains quality system requirements (requirements, actions)
8. ANNEXES documents (tables, graphs, diagrams, models, etc.) necessary for performing the procedure or which are com result thereof, each annex shall be identified as constituting registration such. WORKING INSTRUCTIONS
• They originate from the proceedings.
• They are "standalone".
• Available in the workplace. • detailing precisely
activities.
• DESCRIBE: "Who," how, "when," by what means ... the activities are
RECORDS
must demonstrate that:
• The activities are conducted as required.
• The results are adequate.
• In the event that they are not, will act to address the causes and eliminate them. Control of records
• are maintained to provide evidence of compliance with requirements, as well as of the effective operation of the QMS
• Must remain legible, readily identifiable and retrievable
• Documented procedure to define the controls for: • identifying
• storage
protection
• • •
recovery retention time
Records • the provision required by rule 5.6.1
reviews by management.
6.2.2. (E) Education, training, skills and experience.
7.1 (d) Evidence that the realization processes and resulting product meet requirements. 7.2.2 Results
review requirements related to the product and actions arising from it. 7.3.2
input elements for the design and development.
7.3.4 Results of design and development reviews and any necessary action. 7.3.5 Results
verifiación design and development and any necessary action.
7.3.6 Results of design and development validation and any necessary action.
7.4.1 Results of supplier evaluations and any necessary actions arising from them.
7.5.2 (d) required by the organization to demonstrate the validation of processes where the resulting output elements can not be verified by monitoring or measurement.
7.5.3 To record the unique identification of the product where traceability is a requirement.
client 7.5.4 Any property that is lost, damaged or in any way that is deemed unsuitable for use.
7.6 (a) When the patterns used for calibration or verification of measuring equipment does not exist.
7.6 To assess the validity of previous measuring results when it detects that the computer is not in accordance with the requirements.
7.6 Results of calibration and verification of measurement equipment.
8.2.2 Results of Internal Audits.
8.2.4 Evidence of product conformity with the criteria acceptance and identification of persons authorizing the release of the product.
8.3 Nature of product nonconformities and any subsequent actions taken, including concessions obtained.
8.5.2 Results of corrective actions taken.
8.5.3 Results of preventive action taken. DEVELOPMENT
1. THE MANAGEMENT OF THE ISO 9000:2000 QUALITY
defines the Quality Management and coordinated activities to direct and control an organization with regard to quality.
In general we can define the quality management as the aspect of the overall management of the company that determines and implements
quality policy with the aim of guiding the activities of the Company to obtain and maintain the quality of the product or service, in accordance with customer needs.
With the new paradigms, the concept "Customer" goes beyond the external customer, end customer, traditionally identified as that buys or pays for a product or service. Within a company, the receiver of a product or service, whether finished or semi-processed, can and should be considered customer.
This same philosophy can be applied to the term "supplier." Now within the company, we can speak of a relationship "customer-supplier" continues, where each receiver has needs and expectations, as "internal customers", their "internal supplier" should satisfy.
Customer services - supplier
SYSTEM QUALITY MANAGEMENT must be integrated into the processes, procedures, work instructions, measurements and controls, etc., The company's own operations.
is a management system to direct and control an organization with regard to quality (ISO9000: 2000), therefore, is integrated into the operations of the company or organization and serves to ensure proper operation and control at all times.
It also provides tools for the implementation of actions to prevent defects or problems (Procedure for preventive action), and to correct them. It also includes resources, human and material, and the responsibilities of the first, organized properly to meet their functional objectives.
WHY THE SYSTEM OF QUALITY MANAGEMENT?
The adoption of a system of quality management arises from a strategic decision of top management, motivated by intentions to improve their performance, because they are developing a system of continuous improvement to provide policy guidance to staff clearly defined aspects specific work, to be certified by a third of your system management. or environmental demands.
BENEFITS MANAGEMENT SYSTEM OF QUALITY.
Some advantages gained from the definition, development and implementation of a System of Quality Management are:
From the external point of view:
• Enhances company image in front of customers and prospects a way to improve continuous level of satisfaction. This increases confidence in the customer-supplier relationships is a source of generating new revenue.
• Ensures quality in business relationships.
• Facilitates the removal of products / services abroad to ensure the companies receiving the fulfillment of the requirements quality, enabling entry into new markets or expanding existing ones abroad.
From the internal point of view:
• Improved quality of products and services resulting from more efficient processes for different functions of the organization.
• Introduce the vision of quality in organizations: Promoting the continuous improvement of the operating structures of internal and external demands a certain level of quality management systems, products and services.
• decrease costs (costs not quality) and grow revenues (possibility of going to new customers, higher current orders, etc.).
SYSTEM RISKS QUALITY MANAGEMENT.
The establishment of systems of quality management has its risks if it is assumed as an opportunity to improve a given situation.
• The development of these systems provides sensing elements generating activities rather than quality, but if not used and developed taking into account all the circumstances of the activity may be generating unnecessary bureaucracy and unnecessary complications for the activities.
• Do not get the commitment and collaboration of all concerned. It should communicate goals and responsibilities.
• Poor communication can lead to create significant barriers to the development of analysis and implementation of measures by unfounded fears.
2. STANDARDS OF THE ISO 9000 SERIES
What is
ISO ISO (International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which it has established a technical committee has the right to be represented on that committee. International organizations, public and private, in liaison with ISO, also take part in the work. ISO collaborates closely International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
International Standards are published in accordance with the rules set out in Part 3 of the ISO / IEC. The Draft International Standards (FDIS) adopted by the technical committees are circulated to member bodies for voting. Publication as an International Standard requires approval by at least 75% of the member bodies voting. ISO 9000, have been prepared by Technical Committee ISO / TC 176, Quality Management and Quality Assurance.
The ISO 9000 series is a practical and proven method for managing quality effectively consists of a set of separate documents, but related, international standards for defining management systems quality. They were developed with the goal of documenting the elements of a system of this kind in an organization to maintain a system of effective quality management. The series does not determine specific technologies or techniques to be used.
International Standards ISO 9001 and ISO 9004 are a consistent pair of standards on quality management. ISO 9001 is geared to ensuring product quality and increase customer satisfaction, while ISO 9004 has a broader perspective on quality management to provide guidance on improving performance.
the words of H. James Harrington. "The ISO 9000 series does not define the best system of quality management, but is an excellent starting point and provides a solid foundation for its construction."
The ISO 9000 family of standards have been developed to assist organizations of all sizes and types in the implementation and operation of systems for effective quality management.
- The ISO 9000 standard describes the fundamentals of the systems of quality management and specifies the terminology for the systems of quality management.
- ISO 9001 specifies requirements for the systems of quality management apply to any organization that needs to demonstrate its ability to provide products that meet customer requirements and regulatory requirements that apply to you and your goal is to increase customer satisfaction.
- ISO 9004 provides guidelines that consider both the effectiveness and efficiency of quality management. The purpose of this rule is to improve organizational performance and customer satisfaction and other stakeholders.
- ISO 19011 provides guidance for audits of management systems for quality and environmental management.
All These rules together form a coherent set of management system standards of quality that facilitate mutual understanding in national and international trade.
